Millersville University of Pennsylvania

Metro State University

Designing & Implementing Strategies that promote company Vision/Mission/Values/Culture, while overseeing operations to keep the organization focused on its Strategic Direction  -  Board Director  -  Author  -  Keynote Speaker

Groundswell is a 501c3 nonprofit organization that builds community power through equitable community solar and resilience center projects, clean energy programs that reduce energy burdens, and pioneering research initiatives that help light the way to clean energy futures for all.

Groundswell has clean energy programs and projects underway in DC, GA, IL, MD, and NY and serves more than 6,000 income-qualified customers per year.

Groundwell's vision is a clean energy economy that equitably serves all people with a diverse supply chain that is free of representation and wage gaps and generates wealth, work, and savings for all the communities it serves.

Groundswell, Inc.

Chief Operating Officer

The Center for Financial Planning is a distinct initiative of Certified Financial Planner Board of Standards, Inc. (CFP Board).

Our Vision: Every American has access to competent and ethical financial planning advice.

Our Mission: To create a more diverse and sustainable financial planning profession.

Our Priorities:

Talent Pipeline - Cultivating a quality workforce to ensure the profession can recruit and retain the talent it needs to grow.

Diversity and Inclusion - Fostering a more diverse financial planner workforce that reflects the changing demographics in the United States.

Knowledge for Practice - Elevating the discipline of financial planning to increase the stature and recognition of financial planning faculty and educational programs and provide practitioners with cutting-edge knowledge to thrive and provide outstanding service to clients.

CFP Board

Managing Director

Vision: Positively change the world via transformational Diversity & Inclusion practices. 

Mission: Help clients re-imagine Diversity & Inclusion for positive business and/or social impact. 

Philosophy: To match the NEEDS of our clients with D&I Solutions in order to help them achieve their overall Goals & Objectives. 

Areas of Focus: 
- Strategic Planning 
- Diverse Talent Identification
- Employee/Business Resource Groups
- D&I Internship Program
- Cross-Cultural Dexterity Training
- Supplier Diversity
- Fractional DE&I Executive

Diversity & Inclusion Advisory Group

Founder & Chief Diversity & Inclusion Officer

Diversity & Inclusion is a strategic priority of the USTA and one of our core values. Diversity allows us to touch "all of America" and Inclusion allows "all of America" to touch us.

Our Diversity and Inclusion philosophy is to match the “Needs” of our customers with “D&I Related Solutions” in order to help them achieve their USTA business related goals and objectives.

Our Diversity and Inclusion strategic plan is anchored by the following six (6) strategic areas: Human Assets | Image | Supplier Diversity | USTA Sections | Strategic Partnerships | Training & Development 

Highlights: 

* Developed and implementing Strategic Direction and Scorecard to drive/measure achievement of objectives.
* Served as Diversity & Inclusion advocate and promoted it as one of USTA’s core values.
* Launched/executed company-wide USTA Internship program driven by Diversity & Inclusion department.
* Promoted Cross-cultural Dexterity throughout USTA; launched “Train-the-Trainer” program.
* Oversaw and cultivated the USTA’s 7 Business Resource Groups business related activities. 
* Conducted Diversity & Inclusion Training for USTA Board of Directors, Council Chairs, Committee Chairs, C-Suite, USTA Staff, Section Presidents, Section Delegates and Section Executive Directors.
* Initiated & chaired 22-member Diversity & Inclusion Advisory Group to drive the cause and address issues.
* Led the USTA Supplier Diversity efforts. Current annual spend with diverse suppliers of at least 14%.
* Managed Diversity & Inclusion Excellence Programs and Individual Player Grants. 
* Led a team of 5 Diversity & Inclusion professionals.
* Managed performance and delivery against objectives.

(USTA) United States Tennis Association

Chief Diversity & Inclusion Officer

•	2011 – Established “Grow the Game” funding to aid member organizations in promoting and developing the growth of tennis. Up to $1.5 million allocated to be invested in local tennis programming.   
•	2010 - Increased USTA Junior Team Tennis Unique Players from 692 in 2005 to 6,393 in 2010. This was a 820% increase during the period, which was far above the USTA’s growth of 52% over the five year period. In 2010, Eastern ranked 3rd among the USTA Sections in this category. 
•	2010 - Increased USTA Adult Leagues Unique Players from 11,886 in 2005 to 14,297 in 2010. This was a 20% increase during the period, which is above the USTA’s growth of 13% over the five year period. In 2010, Eastern ranked 4th among the USTA Sections in growth over year-end 2009. 
•	2010 – Increased USTA Individual Membership from 43,606 in 2005 to 49,255 in 2010. This was a 13% increase during the period, which was in line with USTA’s growth of 13% over the five year period. In 2010, Eastern ranked 4th among the USTA Sections in growth over year-end 2009. 
•	2010 – Eastern Board Approved Polices & Guidelines – Volunteer Roles & Responsibilities; Conflict of Interest & Code of Conduct; Whistleblower; Document Retention; Investment Objectives & Policy; Compensation Study Guidelines; and Reserves Policy.  
•	2009 – USTA Eastern participated in a NASDAQ “Opening Bell”. First time ever.
•	2008 – Launched Regionally-based E-Newsletters (24 issues per year).
•	2007 – Enhanced USTA Eastern Annual Meeting to include Volunteer Development Workshop, Junior Awards Luncheon, and Section Awards Dinner. 
•	2006 – Developed new “Member Serve” E-Newsletter to Organizational Members.  
•	2006 – Reorganized the staff structure to better align human resources with the newly established “Big Six” and Performance Objectives & Goals. 
•	2006 – Established a formal Performance Planning System. 
•	2006 – Established company-wide measurable goals (i.e., Big Six). Goals updated annually.

USTA Eastern

Executive Director

•	2005 - Developed the “Ultimate Tennis Experience Event” program. 35 events occurred nationwide, May-October. 
•	2005 – Partnered with Black Enterprise Tennis & Golf Challenge event to introduce tennis to middle/upper class African Americans.    
•	2005 – Developed the first National Junior Tennis League (NJTL) Radio Ready Hip-Hop Music CD.  The 20 track CD includes 4 NJTL specific commercials.  The promotional CD was distributed nation-wide via events.
•	2005 – Began the development stages of a partnership with the Ford Foundation. Completed the “Listen & Learn Tour” with Ford Foundation reps. in Chicago, IL; Jacksonville, FL; Boston, MA; Dallas, TX. The goal was to establish a major grants program for NJTL Chapters.  The grant program was launched in late 2006.  
•	2004 - Developed/Launched the NJTL Capacity Building Program in September. The purpose of the program was to strengthen the infrastructure of 25 carefully selected NJTL Chapters in order to assist them with creating a “State of Readiness” for potential funders, such as the Ford Foundation.
•	Developed strategic plan to increase multicultural participation throughout the USTA. Facilitated all growth initiatives and strategies to successfully execute the business plan. Department expanded to include Multicultural Participation operations in January 2002.
•	Multicultural Participation elevated to Level I status in 2002.
•	Expanded and managed the MP Grants Program.  
•	Established the “Two Nations Challenge” exchange program in conjunction with the Lawn Tennis Association.  American and England youngsters competed in New York City and London during each nation’s Grand Slam Tennis Event (i.e., US Open and Wimbledon). (2002) 
•	Developed “Urban Strategy” program to increase participation in medium-large metropolitan markets.  Carefully selected NJTL Chapters in the following markets received a combined $1.8M in funding over a three year period: Birmingham, AL; Boston, MA; Houston, TX; Miami, FL. (2002)

United States Tennis Association

Director of Outreach

•	Established partnerships/sponsorships with seven USTA Pro Circuit Events in the Section to leverage the Section’s brand and offerings. (1997)
•	Established partnerships/sponsorships with three World Team Tennis Professional Teams in the Section to leverage the Section’s brand and offerings. (1997)
•	Marketed and sold the Section’s US Open Luxury Box Seats, annually.
•	Directed and managed a staff of 15.
•	Created and implemented a five-year Strategic Plan. (1997)
•	Established a new office structure to support the five-year Strategic Plan. (1997)
•	Established “Generalists” and placed staff in the field to work closer with their customers and potential customers. 
•	Implemented a formal Performance Evaluation System. (1997)
•	Created a Staff Policy Handbook. (1997) 
•	Established a Health, Dental, Life Insurance and Long Term Disability Plan in 1997. Established an Investment and Reserves Policy in 2000.
•	Established a new 401(k) and Retirement Plan. (1997)
•	Achieved an overall average of 155.8% of Performance Based Incentive Funding Goals set by national (USTA) in 1998, and 163.2% in 1999.

USTA Missouri Valley

USTA Minority Partication
•	Established two major grant programs (i.e., Local Excellence Training Urban Pilot Programs = $600,000 over three years and Star Search Programs = $150,000 yearly). (1995)
•	Planned and conducted Open Forums throughout the country. (1994 - 1996)  

USTA National Junior Tennis League 
•	Increased the number of program participants from 110,000 in 1993 to 168,484 in 1996.
•	Increased participation at Regional Rallies from 2,800 in 1993 to 6,000 in 1996.
•	Formed national partnerships with the NCAA's National Youth Sports Program and the Police Athletic League. (1994)
•	Established NJTL-ATP Tour Charities relationship. (1994 - 1996) 
•	Developed a new line of promotional items (i.e., Grab a Racket and Whack it) which sold over $30,000. (1994)
•	Awarded College Educational Scholarships to 24 youngsters and Individual Player Scholarships to over 100 youngsters. (1993 - 1996)  
•	Cost per program participant decreased from $2.27 in 1993 to $1.59 in 1996.
•	Developed and implemented the Sectional Intern program.  In 1995, 16 of the 17 Sections participated in the program.
•	Selected/Awarded program grants to over 350 Chapters. (1993 - 1996

National Coordinator, USTA National Junior Tennis League & USTA Minority Partication

•	Sent a tennis team of youngsters along with a coach to Morocco for a four-week period. (1992)
•	Traveled to Denmark, Sweden, and Norway to meet with possible Host Site Coordinators. (1991 - 1992)
•	Created and conducted an eight-week tennis camp. (1992)
•	Led and managed a staff of two to six (depending on the project).

Dave Abrams Tennis Services, Inc.

Founder & CEO

•	Participation increased over 75%. (1989 - 1993)

Legacy Youth Tennis and Education

Director of Recruitment and Head Teaching Professional

•	Senior Staff Accountant for Johnson Filtration Systems, Inc. for one year.  Responsibilities included: Fixed Asset Management, Capital Acquisition Analysis, Accounts Payable, and Account Reconciliations.

Johnson Filtration Systems S.A.

Senior Accountant (Fixed Asset Mgmt, Capital Acquisition Analysis)

•	Accountant for Control Data Corporation for three years.  Responsibilities included: Inventory Accounting, Material Cost Accounting, and Government Accounting.

D.A. Abrams, CAE